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Corporate Plan 2019–20
www.britishcouncil.org
Corporate Plan 2019–20
Contents
This plan covers the period
2019–20.
Introduction from the Chief Executive
02
Our purpose
04
Our strategy
06
Our priorities
08
Building education and cultural partnerships with countries of the
European Union and other developed countries
10
Strengthening educational and cultural opportunities and connections with India,
China and other emerging and high-growth developing economies
14
Strengthening long-term connections and relationships with the
next generation in Russia and neighbouring countries
20
Contributing to stability and security in priority countries, including in the Middle East,
Africa and South Asia and responding to the Syrian refugee crisis
24
Creating international opportunities and connections for young people and
for cultural and educational institutions in the UK
28
Organisational change
34
Managing risks
38
Measuring our performance
39
Financial plan
42
01
Corporate Plan 2019–20
Introduction from the Chief Executive
As a globally trusted soft power asset, the British Council is ideally
placed to provide a positive experience of the UK at this critical time.
The UK’s education and cultural sectors are world Over the course of 2019–20 we will focus on our
leading. The UK is home to four of the world’s top five strategic priorities:
ten universities 1 and hosts 450,000 students from
1. Building education and cultural partnerships
overseas in higher education. As a research nation we
with countries of the European Union and other
account for over 15 per cent of the world’s most highly
developed countries.
cited articles. 2 Our rich cultural and heritage sector
attracts millions of people from across the world. The 2. Strengthening educational and cultural
UK is respected for its democracy and rule of law and opportunities and connections with India,
English is a global language spoken by nearly 25 per China and other emerging and high-growth
cent of the world’s population. At the British Council developing economies.
we are passionate about how we support and work 3. Strengthening long-term connections and
with these sectors to help address global issues for relationships with the next generation in Russia
a more prosperous and secure world, sharing and neighbouring countries.
values of openness, tolerance and respect that have 4. Contributing to stability and security in priority
characterised our activity for more than 80 years. countries, including in the Middle East, Africa
There are both opportunities and challenges in the and South Asia, and responding to the Syrian
current global and UK context. The increasing number refugee crisis.
of young people in formal education in developing 5. Creating international opportunities and
countries is a cause for celebration, but the challenges connections for young people and for cultural
of creating employment for those young people risks and educational institutions in the UK.
instability. The forces of globalisation are improving the
standard of living of millions of people but those same Highlights in 2019–20 will include a cultural season in
forces are causing discontent and alienation among a Japan, the UK–Russia year of music, an international
section of some populations. As we prepare to leave higher education conference in Berlin and celebrating
the European Union, it is important for the UK to 30 years of the World Wide Web. We will provide a major
strengthen cultural and educational relations with boost to the teaching of English in developing countries,
member states and globally with countries that are improve access to UK qualifications and enhance the
important to our future prosperity and security. skills and employability prospects for young populations
in Africa and elsewhere. With our UK partners we will
As a globally trusted soft power asset, the British
support countries whose education systems are under
Council is ideally placed to provide a positive
pressure from rapidly changing demographics – for
experience of the UK at this critical time, supporting
instance Pakistan, Egypt and Colombia. In China, where
the international ambitions of the UK government
we will be celebrating our 40th anniversary, we will
and devolved administrations, and ensuring we grasp
continue to build cultural and educational partnerships
the opportunities presented by the changing world.
and will be launching a new digital platform to connect
I believe that now is a time to be confident about
UK alumni from China.
what we do, and proud of the value of our work to
the UK and to the people we work with abroad. Here in the UK we will continue to encourage and
enable international opportunities and connections for
our young people. In partnership with the Department
for Education we will launch a new programme that
provides support to schools in England to take
schoolchildren on educational trips overseas, and
with Creative Scotland we will be launching a scheme
to connect artists and arts organisations in Scotland
with their peers in the European Union.
1. QS World University Rankings 2019.
2. Elsevier (2017) International Comparative Performance of the UK Research Base 2016.
02
Corporate Plan 2019–20
This Corporate Plan updates the strategy set out The Tailored Review has been a helpful process,
in 2016 and covers in detail the period up to the allowing us to reflect on our performance and how we
end of this current spending review period in March can improve. I am pleased to report that the review
2020. Our longer-term ambition is to strengthen our team was impressed by the professionalism of our staff,
global network across developed and developing our progress in finding efficiencies, and the benefits
countries, and use our data, insight and networks to of our work for the UK and the countries we work with.
enhance the international engagement of the UK I welcome the review’s guidance on further improvement
cultural and education sectors. We will convene – for example around HR systems, boosting the surplus
international conversations on shared values and and developing a clearer strategic framework. We also
address those factors that impede the sustained recognise the importance of the British Council’s
growth of our English teaching and exams businesses. continuing close alignment and co-ordination with
We will use the next few months to engage more the Foreign and Commonwealth Office.
closely with our stakeholders from all four countries
We are grateful to our partners, including our close
of the UK as well as our international partners to
collaborators in Westminster and the devolved
develop our future strategy post-2020.
administrations, in education and the arts, in the UK
The grant-in-aid funding we receive from the and overseas. We look forward to working with you
government remains critical to achieving our over the next year.
aspirations. As we approach the next Spending Review,
Finally, I would like to recognise the work of British
the British Council is in good shape to make a positive
Council colleagues across our network. Lasting
and significant difference to the UK’s international
success is always the result of collective effort, and
reputation and influence, by developing mutually
nowhere is that more true than in the British Council.
beneficial relationships across our work in English,
Our reputation and achievement rest on the commitment
education and culture. Continued government support
and hard work of all our people, at every level and in
for our work in developed countries and for arts
every corner of the globe. My thanks to all of you for
programmes that showcase the UK remains essential.
all you have done and will do in the future.
Internally, we will continue to ensure a firm financial
Sir Ciarán Devane
basis for the organisation over the coming decades.
Chief Executive, British Council
We will drive efficiencies through increased
standardisation, including greater use of shared
services, the adoption of new technologies and a
review of our estates. This plan also sets out how
we will continue to grow surplus, in order to invest
in cultural relations in the developed world.
03
Corporate Plan 2019–20
Our purpose
The British Council is the UK’s international organisation
for cultural relations and educational opportunities.
We create friendly knowledge and
understanding between the people
of the UK and other countries.
We do this by making
a positive contribution This enhances the security,
to the UK and the countries prosperity and influence
we work with – changing of the UK and, in so doing,
lives by creating opportunities, helps make the world a
building connections and better, safer place.
engendering trust.
We work with over 100 countries
across the world in the fields of
arts and culture, English language,
education and civil society.
Last year we reached
Founded in 1934, we are
over 75 million people
a UK charity governed
directly and 758 million people
by Royal Charter and a
overall including online,
UK public body.
broadcasts and publications.
We combine strategic alignment
to the UK’s long-term foreign
policy priorities with the
long-standing principle of operational
independence in our work.
This is important for our impact in building
trust for the people of the UK globally and
is in keeping with our legal status as a charity.
04
Delegates at Future News Worldwide. Each year 100 of the world’s most talented student journalists are invited to attend our intensive media training programme, a partnership with some of the world’s leading media organisations. In 2019–20 the event will take place at the Reuters UK headquarters in London.
Corporate Plan 2019–20
Our strategy
Impact and focus.
Our strategy to 2020 has been developed in consultation Our strategy continues to build our long-term financial
with UK and devolved governments, UK sector partners, sustainability, achieving greater surplus and delivering
cities and regions and with stakeholders overseas. more efficiencies. This is important so that we can
Mutuality remains a core principle, ensuring that benefit recycle the surpluses we earn back into our work,
accrues to all parties as we build long-term, sustainable including building relationships with the developed
relationships for the UK based on trust. world. We will begin an exercise in 2019–20 to refresh
our strategy for the next five years through full
We have five strategic priorities that frame our work and
consultation with partners and stakeholders.
which are elaborated further in this plan.
Our current strategy is summarised below:
Purpose statement: Using the cultural resources of the UK, we create friendly knowledge and understanding
between the people of the UK and other countries.
01 Strengthen impact We make a positive contribution to the UK and countries we work with – changing
against our strategic lives by creating opportunities, building connections and engendering trust. This
priorities enhances the security, prosperity and influence of the UK and, in so doing, makes
the world a better, safer place. We achieve this by:
• Building education and cultural partnerships with countries of the European
Union and other developed countries.
• Strengthening educational and cultural opportunities and connections with
India, China and other emerging and high-growth developing economies.
• Strengthening long-term connections and relationships with the next
generation in Russia and neighbouring countries.
• Contributing to stability and security in priority countries including in the
Middle East, Africa and South Asia and responding to the Syrian refugee crisis.
• Creating international opportunities and connections for young people and
for cultural and educational institutions in the UK.
02 Improve the • Improving our customer and market research, analytics and insight to better
experience of our understand our audiences’ views and preferences, so that we can develop
customers, stakeholders services, products and communications that are relevant to them.
and partners • Using this insight we will build stronger, more effective relationships with our
customers and stakeholders so that they understand our work and value,
and seek to engage with us in longer-term mutually beneficial relationships.
03 Ensure financial
sustainability and
maintain operations
in the developed world Growing and diversifying income and surplus Improving our operational efficiency
04 Invest in our people,
systems and culture
Increasing the capability and Creating a digitally Strengthening our
effectiveness of our people enabled organisation insight, research and
evidence capability
Underpinned by our values Valuing people Integrity Mutuality Creativity Professionalism
06Corporate Plan 2019–20
External context and strategic challenges
Our strategy reflects a number of external factors and strategic challenges.
Brexit Devolution
As the UK prepares to leave the European Union, The devolved administrations in Northern Ireland,
the UK government’s vision is to maintain a close Scotland and Wales set the legislative and policy
and special partnership with the countries of Europe frameworks in key areas, including education
and for the UK to develop a stronger international and culture. Cities are also assuming greater
role and profile, expanding partnerships and responsibilities for economic and cultural affairs.
ties with nations around the world. In 2019–20 Cultural relations help to create a more nuanced
we will continue to build cultural and educational understanding of the diversity of the UK and build
relationships with the countries of Europe and international connections at city, regional and
across the world and provide young people in the country level.
UK with opportunities to develop the intercultural
skills and understanding which will support the
UK’s future reputation and commercial success.
Growth of China, India and other
Security, stability and the refugee crisis
emerging economies
In fragile and conflict-affected states across the The economies of China and India continue to grow
Middle East, Africa and South Asia, the ability of at a rapid rate and there is significant growth in
extremist and terrorist groups to attract support countries such as Nigeria, Mexico and Indonesia.
creates risks for the UK and the countries directly Cultural relations provide a pathway to building
affected. Cultural relations can help to tackle the closer ties with high-growth developing economies
economic, social and civil risk factors that can in a way that complements traditional methods
lead to violent extremism. The UNHCR estimates of export promotion.
that since the start of the crisis in Syria, 5.6 million
people have fled, seeking safety in Lebanon,
Turkey, Jordan and beyond. In addition, challenges
of climate change, conflict and poverty in parts
Relationship with Russia
of Africa and Asia mean many more young
people seek a better life abroad. Our work helps At a time when the UK’s political and diplomatic
to build tolerance, understanding and resilience relationship with Russia is going through a
and enables young people to gain new skills challenging period, it is more important than ever
through education, which offer positive to build cultural, educational and people-to-people
livelihood opportunities. bridges with the Russian people and contribute
to a peaceful prosperous and deep relationship
between our nations in the future.
Growth of digital communication Finance and business context
By 2020 over 50 per cent of the global population In many of our core markets there are increased
will be connected to the internet, creating new security, economic and foreign exchange risks and
opportunities for cultural relations. New digital there is more intense competition in the English
platforms and products are increasing the reach teaching and exams business areas. With an
of networks, allowing access to millions more upcoming Spending Review there is uncertainty
people and offering new opportunities for over future levels of our grant-in-aid, especially
interaction and learning. The growing influence for our work in developed countries. There also
of social media and digital connectivity is also remains uncertainty in relation to our European
reshaping global politics, society and economics, Union-funded portfolio of programmes. Growing
placing increased importance on building trust and diversifying our income is therefore a core
and lasting relationships. feature of our strategy.
07Corporate Plan 2019–20
Our priorities
Creating value for the UK
and other countries.
Our priorities have been developed to reflect and Influence and attraction
support the international ambitions of a wide range
of partners and stakeholders with whom the British The main way in which we contribute towards UK
Council works across the four nations of the UK as policy objectives and the UK’s soft power is by
well as meet the needs of our customers and supporting the UK’s influence and attraction.
stakeholders overseas. We build mutually beneficial connections and
long-lasting relationships between the people of
Our work contributes to the policy objectives,
the UK and countries we work with.
international strategies and single departmental
plans of the Foreign and Commonwealth Office, the
Department for Digital, Culture, Media and Sport and Prosperity and development
other UK government departments as well as those
of the governments of Scotland and Wales and the We also support UK objectives related to
Executive Office of Northern Ireland. prosperity and development. We contribute
to UK and global prosperity by building trust,
We support in particular the UK government’s National
connections and skills, which create favourable
Security Strategy and the soft power and global Britain
conditions for growth and development.
ambitions managed by the Foreign and Commonwealth
Office. Our approach, which is based on mutuality,
enhances the UK’s influence and promotes values Security and stability
which support open societies, tolerance and inclusivity,
contributing to shared security and prosperity. In addition, we play a role in supporting objectives
related to security and stability. We make a
We support the new international education,
lasting difference to the security of the UK and to
science and research priorities of the Department for
stability worldwide by building long-term, peaceful
Education, the Department for Business, Energy and
and respectful relationships between the people
Industrial Strategy and the Department for International
of the UK and people worldwide. We create
Trade, and promote international connections and
opportunities and provide positive pathways for
market access for the UK’s English language, education
young people and improve governance in fragile
and cultural sectors. We are increasing access to
and conflict-affected states.
international opportunities for less advantaged young
people across the UK, and through the management
of over £160 million of official development assistance
we work with partners to contribute to the UK’s national
aid strategy.
08Corporate Plan 2019–20
Framework for delivering impact
Our framework for delivering impact is summarised that the delivery of impact against our eight result
below. In the light of the Tailored Review, we will ensure areas links more closely with our strategic priorities.
Contributing to
Prosperity and Influence Security
wider UK/global
development and attraction and stability
priorities
1 2 3 4 5
Building Strengthening Strengthening Contributing Creating
education educational long-term to stability and international
and cultural and cultural connections security in opportunities
Matched partnerships with opportunities and relationships priority countries and connections
to strategic countries of the and connections with the next including in the for young people
European Union with India, China generation Middle East, and for cultural
priorities
and other and other in Russia and Africa and and educational
developed emerging and neighbouring South Asia and institutions
countries. high-growth countries. responding in the UK.
developing to the Syrian
economies. refugee crisis.
Arts English Higher education Skills and
People’s lives are Good English and science enterprise
enriched by arts and teaching helps People in tertiary People have the skills
culture and cultural people to study education and to be employable
heritage is valued. and work and to research institutes and to build inclusive
develop careers, get opportunities and creative
confidence and for partnerships, economies which
networks. mobility, training support stable and
Informing and collaboration. prosperous societies.
programme
delivery
across eight Schools Civil society Testing and Women
result areas Young people in and justice assessment and girls
schools have the Citizens interact Students and Women and girls
knowledge, skills with states in ways professionals get participate in,
and understanding which encourage internationally and benefit from,
they need to fulfil collaboration and recognised UK decision making
their potential. create stable qualifications for and social change.
societies that work study, life and work.
better for people.
UK and
overseas Overseas customers, clients, partner UK and devolved governments
needs and organisations and stakeholders and UK sectors and partners
interests
09Corporate Plan 2019–20
Strategic priority 1
Building education and cultural partnerships
with countries of the European Union and
other developed countries.
Our research into the attitudes of young people in Our global network of over 100 countries and
the G20 countries shows the UK’s attractiveness territories includes 44 developed nations. Brexit will
within the EU declined 3 after the referendum. As the of course have implications beyond Europe, with the
UK prepares to leave the European Union, there is UK looking to build on existing ties with the developed
still uncertainty over how we will continue to work countries of Asia, North America, the Commonwealth
with European partners in the fields of culture and and the Gulf. Our collaborations in developed countries
education, including our continued participation in such as Japan and Canada, for example, showcase
multilateral framework programmes such as Erasmus+ the UK’s creativity and innovation, help to build our
and Creative Europe. It is clear that the UK will need competitiveness and support access to new markets.
to strengthen bilateral ties with individual member In the Gulf we will focus on teaching English and
states, especially in priority countries such as France, assessment and also help those countries to diversify
Germany, Ireland, Italy, Poland, Romania and Spain. In their economies by supporting educational and cultural
2019–20, there will be a certain amount of rebuilding reform, brokering new relationships and networks.
to be done, and we will need to work hard to ensure Our strategy for Hong Kong recognises that cultural
that the UK continues to be a sought-after partner relations can drive effective trade partnerships through
in Europe. the development of language skills, qualifications and
international experience for young people, and at the
Over the past four years in Europe we have radically
same time promote the sharing of innovation and
changed our way of working. We have adopted a
expertise between nations. And in the United States
brokering and convening role to link institutional
we will share the UK’s expertise and experience at a
partners in the European Union with their counterpart
policy level in areas such as cultural protection.
organisations in the UK. Using partner funding and
working at an institutional level ensures that our work The examples we have provided help to demonstrate
becomes systemic, with a greater chance of creating the role the British Council can play in building
change. We focus on the most influential institutions educational and cultural partnerships with the
and individuals who can help turn the prevailing countries of the EU and other developed economies.
circumstances towards a more positive future.
We have set a target for every British Council office
in Europe to increase its most influential contacts by
20 per cent over the coming year. This work through It is clear that the UK will need
institutions – combined with our English language
teaching, delivery of UK exams, our placement of
to strengthen bilateral ties
language assistants in schools across Europe, and our with individual member states,
digital offer – means we are able to connect increasing
numbers of young people with the UK. In 2019–20 we
especially in priority countries
are also celebrating the UK’s creativity and diversity such as France, Germany,
and will bring our global higher education conference,
Going Global, to Berlin, and lay the foundations for a
Ireland, Italy, Poland, Romania
cultural season between the UK and Italy. and Spain.
3. British Council (2018) Powers of Attraction.
10Students at our teaching centre in Madrid. In 2019–20 we will teach over 89,000 learners of English across the European Union.
Corporate Plan 2019–20
Focus on Europe
Supporting cultural partnerships in Europe
We are leading on the Europe Beyond Access co-funded by the European Commission under
project, which is designed to promote disabled the Rights, Equality and Citizenship programme.
access to the arts. Through this project, which is Our approach is to support community activity by
part-funded by the Creative Europe Programme of local partners in six countries. This includes the UK
the European Union, we are working with partners organisation Faith Matters, along with partners in
from the UK, Germany, Greece, Italy, the Netherlands, Germany, Greece, the Netherlands, Poland and
Serbia and Sweden, with activity also taking place Portugal. Participating organisations are selected
in Poland. We are also leading on the Mutual based on their commitment to supporting dialogue
Understanding, Respect and Learning (MURAL) and exchanging best practice to foster tolerance
project, which will address increased anti-Semitic and mutual respect.
and anti-Muslim sentiments in Europe. MURAL is
Building new cultural connections Sharing best practice in international
with Italy education in Germany
The UK/Italy Season will strengthen and build new Our Going Global conference is firmly established
cultural connections between Italy and the UK in 2020. on the global higher education calendar, attracting
A season of culture in both countries will show how more than 1,000 education leaders, government
the arts and sciences enable social cohesion, leading ministers and chief executives from 70 countries each
to greater cultural diversity, inclusion and well-being. year. In 2019, Going Global will be held in Berlin, the
It will include delegations, public events, industry first time it has been held in Europe outside of the UK.
workshops, exhibitions and competitions, supported by
Alongside its continuing international legacy
a major digital campaign. In 2019 we are organising a
benefiting higher education systems worldwide,
series of UK cultural delegations to Italy to broker new
Going Global also brings significant benefit to the
collaborations between institutions in both countries
UK. It enhances the reputation of the UK higher
in preparation for the season.
education sector and gives UK institutions the
Celebrating the best of British art in Venice chance to develop international relationships,
introduce new systems and practices, and access
La Biennale di Venezia was founded in 1895 and is now new markets.
one of the most famous and prestigious international
art biennales in the world, with 91 official national
pavilions. Belfast-born, Glasgow-based artist Cathy Going Global is
Wilkes will represent the UK at the British Pavilion with
attended by more than
1,000
a major solo exhibition of new work running from May
to November 2019. The exhibition has been curated
by Dr Zoe Whitley, Senior Curator, Hayward Gallery,
who was appointed following an open call, making
her the first ever externally appointed curator. This education leaders,
appointment is part of our efforts to widen access to
international working for UK visual arts professionals.
government ministers
and chief executives.
English language teaching across Europe
Our teaching operations in Europe have been a in partner premises to meet demand for more
benchmark for quality and at the cutting edge of convenient locations.
English language teaching for over 80 years. We will
Our collaboration with governments in English
reach over 89,000 learners in the coming year, with
language policy and teacher professional
further business and volume growth in nine of the 11
development will continue. We will build on the
countries in which we operate, and at the same time
long-standing bilingual education projects in Spain,
we will stabilise operations as we adjust to changing
initiate a first major partnership for a new content and
market conditions in Italy and Spain. Our continued
language integrated learning programme in Île-de-
success will be driven by updating our adult course
France, and develop English language teaching work
offer, including pilots for virtual (blended) learning
with a focus on inclusion with German federal states.
in 2019, and by opening more young learner centres
12Corporate Plan 2019–20
Strengthening cultural and educational links with Japan
A major cross-sector initiative to celebrate the UK/Japan bilateral relationship will
start in September 2019 at the same time as the Rugby World Cup, culminating in
September 2020 with the Tokyo Olympic and Paralympic Games. We are working
closely with the Foreign and Commonwealth Office, Department for Digital,
Culture, Media and Sport, Department for International Trade and a range of
cultural partners in both countries.
The cultural
The British Council will lead the cultural programme of UK in Japan 2019–20 to
showcase the UK’s creativity and develop new opportunities and partnerships
programme
with education and cultural organisations in Japan. of UK in Japan
A major focus of the cultural programme will be diversity, inclusion and well- 2019–20 will
being. We will promote the mainstreaming of work by disabled artists and raise awareness
improve access to culture for those who have fewer participation opportunities,
especially disabled and older people. of the UK’s
Highlights for the year will include tours by major UK arts institutions including strengths in
the National Gallery, Courtauld Gallery, Royal Opera House, Philharmonia, London the creative
Symphony Orchestra and the Burrell Collection. Other highlights are a major
project by international disabled artists led by Graeae Theatre Company and a
industries and
new residency for UK artists at one of Japan’s most iconic cultural heritage sites. develop new
connections and
opportunities.
Building relationships in the USA Establishing connections in the Gulf
through research through culture and sport
In the USA, a high priority country with a multitude The Gulf Culture and Sports Programme was
of often complex and long-standing relationships established in 2016 to harness the UK’s soft power
with the UK, we are launching a new programme assets for greater and longer-term engagement
of thought leadership and research through a series with young people in the Gulf countries. In 2019,
of events for policymakers, academics, students we will launch the Youth Sports Award in the Gulf,
and in many cases the wider public. helping 1,000 young people to achieve the award.
Our report based on research into the use of the We have already created opportunities for
term ‘special relationship’ by young people in both international collaboration through delegations in
countries through the prism of social media will be 2017 and 2018 and in 2019 we hope to welcome
shared in a series of events across the USA in 2019. more artists from the Gulf to the UK to share their
work with UK audiences through talks, exhibitions
Future events will include a workshop on the
and film screenings.
UK’s Cultural Heritage Protection Fund for US
practitioners and policymakers; the launch of
a publication on the contribution of culture to
economic development; the results of research
into the attitudes of young people in both countries In 2019, we will launch
to faith, religion and belief; and a series of events
on the attitudes of young people in the G20
the Youth Sports Award
in the Gulf, helping
1,000
countries and the latest rankings in our report
Soft Power Superpowers.
young people to
achieve the award.
13Corporate Plan 2019–20
Strategic priority 2
Strengthening educational and cultural opportunities
and connections with India, China and other emerging and
high-growth developing economies.
Emerging markets across the world continue to grow In 2019–20 we will increase the scale of our cultural
and develop with ever increasing influence on the and educational programmes in India and grow our
global stage. Middle income countries across Asia, work in assessment and qualifications, impacting
Africa, the Americas and Europe are home to five of the lives of millions of young people. We will increase
the world’s seven billion people and represent about our delivery through digital and mobile platforms, to
one third of global GDP. They are a very diverse group inspire and excite young people to connect with UK
of countries in terms of size, population and income. ideas and innovation, continuing also to support the
The performance of China for example is unique in growth in the market for study in the UK. In China we
terms of growth; since the start of the financial crisis will focus on inward and outward mobility and leverage
in 2008 it has accounted for 45 per cent of the gain our 40th anniversary year to position the UK as a
in world GDP. Africa is also an engine of growth; in long-term partner in education and culture and as
2018, five of the world’s fastest-growing economies leaders in English language assessment. This year we
were African. There are substantial mutual benefits will be expanding our work in Africa, in support of the
from close co-operation with these countries, helping UK government’s strategy for the UK in Africa. We will
to contribute to long-term growth and development engage with individuals and institutions to support
globally and complementing the UK government’s opportunities for employment which will contribute
international ambitions. to shared prosperity and development.
The British Council has an important role to play in The examples we have provided help to demonstrate
providing international opportunities for organisations how we plan to strengthen education and cultural
and providers from the English language, education, opportunities and connections between the UK
cultural and society sectors and helping to develop and middle-income countries.
new partnerships and open new markets. We will
deliver programmes in developing and emerging
economies which are tailored to local contexts There are substantial mutual
and needs. We will give young people the skills they
need, including digital literacy, as well as access to
benefits from close co-operation
trusted international examinations and qualifications, with these countries, helping
helping to enhance their employability and education
prospects. We will deliver major programmes on behalf to contribute to long-term
of development bodies such as DFID, supporting growth and development
the development objectives of the countries where
we operate and long-term connections with the UK. globally and complementing
the UK government’s
international ambitions.
14A research scientist in Mexico. In 2019–20 we will continue to build research connections between the UK and countries worldwide through the Newton Fund.
Corporate Plan 2019–20
Building partnerships in China and promoting mobility through higher education
As China develops its ambitious World Class Universities initiative
we are working with China’s Ministry of Education to deepen strategic
collaborations focusing on regional alliances, subject-specific consortia
and transnational education. Initiatives such as the UK–China Education
and Engineering Research Consortium, UK–Jiangsu 2020 Alliance
and the UK–China TNE Joint Institute Alliance are setting new standards
for high-quality international collaboration. These initiatives will create
opportunities for students, academics and researchers raising the quality
and competitiveness of both UK and Chinese institutions and sharing
opportunities and resources to solve global challenges.
In 2019 we will launch a new digital platform to connect UK alumni from The promotion
China, providing a critical and influential advocacy group for the UK. of UK education
There are now over 600,000 Chinese students who have studied in
UK universities – a trend which continues to accelerate with almost through the
100,000 UK study visas issued to Chinese applicants last year. Study UK Discover
The promotion of UK education through the Study UK Discover You You campaign
campaign will aim for a digital reach of over 80 million impressions to
further boost awareness of the UK as a quality study destination for
will aim for a
Chinese students. digital reach of
over 80 million
impressions
to further boost
awareness.
Improving employability prospects in India through English
Working closely with state governments in India in support of their
educational and economic ambitions, we will scale up our work
on English for Employability in the technical and vocational sector.
We will improve the employability opportunities for 150,000
young people enrolled at the Gujarat government’s 300 industrial
training institutes and the West Bengal government’s 69 polytechnic
colleges. In the ongoing Higher Education Andhra Pradesh project,
Employability due to complete in 2019, we are strengthening English language
outcomes for 86,000 students in 198 colleges. We are currently
opportunities for discussing a second roll-out of this project with partners, through
150,000
which we plan to reach a further 100,000 students.
Our digital and mobile learning English for employability courses
such as LearnEnglish Select, English Strokes and the award-winning
app Jobseekers have delivered excellent results and will help us
young people. extend our reach. We will build on the success of projects such
as the Rin Career Academy with Unilever, which helped over
200,000 people develop their careers.
We will strengthen partnerships with leading Indian and multinational
companies such as Standard Chartered, Oberoi Group, Pfizer and
Deloitte and higher education institutions such as IIT Bombay and
National Institute of Technology Patna.
16Corporate Plan 2019–20
Strengthening international scientific collaboration globally
300
We will work with By 2020, through the Newton Fund, we will have reached more than
10,000 researchers and students and invested in more than 1,500
mobility grants, PhD placements and scholarships. In 2019–20 we will
work with 300 organisations in the UK across the 17 partner countries,
establishing new partnerships for UK institutions in development
research and maximising the impact of previous research. This will
allow, for example, the roll-out of new technologies to improve food
organisations production, tackle the effects of climate change, and ensure sustainable
urbanisation.
in the UK.
Since its inception in 2014, the Department for Business, Energy and
Industrial Strategy has funded a Newton Fund grant of approximately
£16 million per annum. This has enabled the British Council to bring
together thousands of researchers and institutions in the UK and
17 emerging economies in the Americas, Asia, Africa and the Middle
East, generating over £103 million in matched and leveraged funding
to support these new partnerships.
Supporting governments worldwide to Getting children into school
raise standards in teacher education in Pakistan
The project will help In Pakistan we are delivering phase II of the Take
37,000
a Child to School project. In 2019–20 we aim to
enrol an additional 100,000 children in school by
scaling up access to 70 districts and mobilising an
additional 5,000 young volunteers and a total of
550 local committees.
school teachers in Upper Egypt. We have also secured a partnership with the Khyber
Pakhtunkhwa government to provide sports kits to
200 schools in the province.
The first phase of the project enrolled 225,000
children across 65 districts in Pakistan, surpassing
its goal of enrolling 185,000 out-of-school children.
Our work with ministries of education in emerging
and high-growth developing economies helps The British Council’s Take a Child to School (TACS)
them meet their ambitions to equip young people project is co-funded by Educate A Child, an initiative
with the English language skills to live, work and of Education Above All (EAA), Qatar.
communicate successfully in a global society.
In Egypt, for example, we manage the National
Teacher Training Programme (NTTP), a capacity
building project which responds to the urgent
requirement by the Egyptian Ministry of Education
to improve educational outcomes. The project
will enable 37,000 primary school teachers in
Upper Egypt to improve their English language The first phase of
and pedagogical skills.
the project enrolled
225,000
Together with partners we will launch online
offers to enable greater access to quality teacher
development resources. In India, Bangladesh,
and Nepal, we are extending the English and
Digital for Girls’ Education (EDGE) programme,
which has so far reached 17,000 girls and their children across 65 districts
families, and 1,600 peer leaders, developing girls’
skills and confidence. in Pakistan.
17Corporate Plan 2019–20
Using technology to improve customer experience of IELTS in India and China
3 million
IELTS (the International English Language Testing System) is the world’s
most popular English language proficiency test for higher education
and global migration, with more than three million tests taken last year.
tests taken globally IELTS is continually innovating to meet the 21st century needs of test
takers, and 2019–20 represents an exciting year for the test globally,
last year. and particularly in two of our largest markets, as we roll out IELTS on
computer in India and continue the roll-out of the initiative in China. IELTS
on computer has proved to be a very successful initiative with customers.
It is the same as the paper-based test but offers more choice, more test
dates and faster results. IELTS on computer was introduced in China in
November 2018 in Beijing, closely followed by Shanghai and Chongqing.
India was launched in Delhi in early 2019, and will be followed by further
locations thereafter.
Promoting cultural exchange with Indonesia
In 2019 British Council is working with the Indonesian
Agency for Creative Economy (BEKRAF) and Ministry
of Education and Culture to deliver a bilateral cultural
programme as part of the London Book Fair 2019 The series of showcases,
Indonesia Market Focus. The series of showcases,
collaborations and professional development
collaborations and professional
opportunities taking place in the UK and Indonesia development opportunities
over 12 months will raise mutual awareness and taking place in the UK and
appreciation of our literature and culture, encourage
more books to be translated, published and read, and Indonesia over 12 months will
help to build lasting connections and trust between raise mutual awareness and
our two countries.
appreciation of our literature
and culture.
Growing creative and social enterprises in developing countries
Developing Inclusive and Creative Economies (DICE) is an ambitious
programme that supports the development of creative and social
entrepreneurship in the UK and five emerging economies: Brazil, Egypt,
Indonesia, Pakistan and South Africa.
These collaborations The programme includes a £2 million DICE Fund through which we
have awarded grants to UK sector support organisations, such as impact
will strengthen hubs, accelerators and universities, and their partners overseas. These
enterprises which collaborations will strengthen enterprises which empower women and
empower women girls, foster youth employment and support the inclusion of disabled
people and other marginalised groups.
and girls, foster We are also unlocking opportunities for customers and stakeholders
youth employment through partnerships with influential organisations such as the Global
and support Steering Group for Impact Investment and we expect to engage with
over 600 policymakers and influencers by 2020.
the inclusion
of disabled
people and other
marginalised groups.
18Corporate Plan 2019–20
Focus on Africa
Supporting employability and building creative enterprise
Sub-Saharan Africa is experiencing a significant bulge in its youth population, Providing
which is expected to double to over 830 million by 2050. We are working to
improve the employment prospects of young Africans – sharing international support to
5,000
best practice to support curriculum reform and institutional development, and
equip young people with the skills to get a job or start a business. In 2019 we
are investing an additional £2.7 million official development assistance to expand
our skills offer to support the employability of urban youth. The approach will
facilitate access to workforce development and skills training opportunities, artists and
enterprise creation, and industry collaboration. A three-year programme in southern
Nigeria will link agribusinesses, tech entrepreneurs, investors and business
entrepreneurs.
schools, to raise awareness and increase the uptake of technology by farmers.
UK investment in emerging creative and cultural industries in Africa will help
to improve livelihoods, increase trade and provide opportunities for the next
generation of UK creative talent. The West Africa Hubs programme began in
December 2017 with 25 creative hubs – networks, collectives and shared
workspaces across West Africa. Participants receive training, UK study visits and
grants and are encouraged to collaborate to boost their businesses and stimulate
business growth. In 2019 we are launching an even more in-depth business
incubation programme to support 100 young people not in work or education to
develop their skills and work with UK and West African delivery partners. We will
also support over 50 cultural and creative spaces and hubs across West Africa,
providing training, funding and linking them with UK institutions and expertise,
and through these intermediaries support a further 5,000 artists and
entrepreneurs.
In 2019–20 we will continue to deliver the Impact!Africa Social Entrepreneurship
Summit, an annual event hosted by the British Council and Ashoka. We are
working together to set up the Impact!Africa Investment Fund to mobilise
investment funding for social enterprise and positive change in Africa and
support connections, exchange and opportunities with the UK.
Meeting the demand for English learning
English Connects is an innovative programme to
connect the UK to African youth and future leaders
through English. Started as a pilot in 2018, it will
continue and expand in 2019. It will improve the
quality of English language learning and teaching
and facilitate digital literacy, creating opportunities
for young people to improve their employability,
resilience and networks.
The programme will connect UK English language
teaching providers, institutions, media and educational
technology agencies with Africa, focusing on
francophone and lusophone countries. It will engage
young Africans with UK broadcast, digital and blended
English language learning materials; provide UK
The programme will connect technical assistance to ministries of education; and
build English teacher capacity through UK professional
UK English language teaching development frameworks. We will engage 2,500,000
providers, institutions, media 18–35 year olds with our English resources and 5,000
teachers of English will actively contribute to our
and educational technology communities of practice.
agencies with Africa.
19Corporate Plan 2019–20
Strategic priority 3
Strengthening long-term connections
and relationships with the next generation
in Russia and neighbouring countries.
Across Russia, neighbouring countries and the We recognise the value of working in partnership
Western Balkans there is a mix of active and frozen to deliver longer-term impact. We work closely
conflicts and disputes, countries with large youth with local in-country partners, with the UK arts,
populations and in many, but not all, high youth education and English sectors, with the Foreign
unemployment. There are next generation young and Commonwealth Office, and donors such as the
leaders who want to share, learn and be open to European Union. With corporate social responsibility
international expertise as well as young people who firmly on the agenda for many countries, we believe
lack the skills and resilience needed to gain there will be increased opportunities for the British
employment and play a positive role within society. Council and our partners.
Through our work we connect the UK with both.
Cultural and educational opportunities are vital for
The future success of countries in the region will building long-term connections and relationships,
require young leaders to be inspired and connected especially when political or diplomatic relations
and young people to have the skills for employability become difficult. Through our cultural relations
and an ability to communicate, reach out and prosper approach we are able to reach out, build trust and
both as individuals and within wider communities. support the next generation.
Across these countries, the environment in which In all countries we operate at a pace and scale
we operate differs and consequently so does our appropriate to context. In Russia we operate as the
focus, as we respond to the needs of each context. Cultural and Education Section of the British Embassy.
However, building long-lasting relationships with
The examples we have provided help to demonstrate
people (especially 18–35 year olds) and connecting
the role the British Council can play in strengthening
them with the UK is at the heart of our work in all
long-term connections with Russia and neighbouring
countries. We will continue to increase our use of
countries.
digital platforms and online tools to engage with the
next generation as well as face-to-face connections
through training, policy dialogues, workshops and
other activities. We focus particularly on people-
By using the UK’s educational and cultural assets, to-people engagement in Russia
we will also develop institution-to-institution links – and the neighbouring countries
particularly universities and arts organisations –
to share research, develop business links, and and work on building the UK’s
encourage good governance. attraction and influence through
our programmes.
20Young people in Kyiv, Ukraine. In 2019–20 we will continue to create university partnerships with the UK across the region.
Corporate Plan 2019–20
Developing enterprise skills across the region
The Creative Spark: Higher Education Enterprise Programme gives
the next generation opportunities to develop their skills to compete
in a global job market and to start their own businesses. This is achieved
through partnerships between higher education and creative institutions In 2019–20
in the UK and overseas which develop entrepreneurship skills among the number of
students, graduates and young entrepreneurs.
partnerships
50
During 2018–19 we funded 38 new international partnerships in
the UK and in Armenia, Azerbaijan, Georgia, Kazakhstan, Kyrgyzstan,
will increase to
Ukraine and Uzbekistan.
In 2019–20 the number of partnerships will rise to 50, we will launch a
video pitch competition for over 1,000 students and the annual networking
event will take place in Oxford. We aim to strengthen the programme with
partners including UN agencies, the World Bank and Santander.
Connecting with the next generation in Russia through music
The UK–Russia Year of Music will connect the UK with people in Russia
through the common language of music and make a positive and lasting
difference to UK–Russia relations.
The Year will build on the successes of the UK–Russia Year of Culture
2014, the UK–Russia Year of Language and Literature 2016 and the
The UK–Russia Year UK–Russia Year of Science and Education 2017.
of Music 2019 will It will celebrate the UK’s and Russia’s rich musical cultures, and our
celebrate the UK’s profound respect for each other’s musical traditions and achievements
through a programme that will foster people-to-people contacts
and Russia’s rich between our countries. The programme will enhance appreciation
musical cultures, and of contemporary and classical music from the UK through diverse,
our profound respect inclusive and innovative programming and strengthen capacity and
skills in current and future leaders. It will create new partnerships
for each other’s and networks for professional collaboration between individuals and
musical traditions institutions, inspire millions of people through digital projects,
broadcasting partnerships and publications, and increase opportunities
and achievements. for young people to participate in cultural and education activities.
Building digital skills with the micro:bit in the Western Balkans
In partnership with the UK-based Micro:bit
Educational Foundation, we are supporting schools The project aims to reach
across the Western Balkans to introduce innovative
teaching methodologies to bolster programming
and core skills. Pupils receive access to free micro:bit
pocket-sized computers in ICT classes and other
subjects, helping them build the essential digital,
problem-solving and critical-thinking skills they
4,500 1 million
need for their future education and career.
Following a successful pilot, UK Prime Minister
Theresa May announced in July 2018 that the
British Council will be awarded £10 million to run the primary schools children
21st Century Schools project in Albania, Bosnia and
Herzegovina, Kosovo, North Macedonia, Montenegro
and Serbia. Over the next three years the project is in the Western Balkans.
planning to reach 4,500 primary schools and up to
one million children in the Western Balkans.
22Corporate Plan 2019–20
New partnerships in the creative Developing skills and learning online
industries in Georgia across the region through English
The UK–Georgia Season 2019 will build The English Channel is an online platform that
connections, enhance the UK’s reputation as a supports educational, cultural and employment
leader in the development of the creative industries aspirations of young people in Ukraine, Kazakhstan
and trigger the development of new partnerships and other countries in the region. It offers free
with national governments, cultural institutions and English language and entrepreneurial skills wrapped
creative entrepreneurs. It will reach out to young around contemporary content, from the UK and
people, particularly women and girls, improving the world. It features interactive bitesize videos
their ability to take advantage of opportunities, from more than 20 UK partners like Nowness,
building their confidence to pursue careers in the Barbican, NESTA, Enterprise Nation and Innovate
creative economy. UK introducing them to markets and audiences that
they did not reach before.
The festival will include work by disabled artists
and disabled-led companies, helping to promote In 2019–20, we are adding a free membership
inclusive economic growth in Georgia and widening model featuring social media and LinkedIn badges
partnerships and networks between UK and for the completion of language or skills packs; at the
Georgia disability-led arts institutions. We will same time, we will learn more about our audiences’
collaborate with leading local cultural institutions digital preferences enabling us to connect them to
and festivals to present a mix of exhibitions, the relevant UK content and expertise.
workshops and talks focusing on music, film and
the performing arts.
Capacity building in Ukraine’s cultural and creative industries
The British Council’s Creative Enterprise Programme is a global
capacity-building initiative for entrepreneurs working in the cultural
and creative industries. It is delivered jointly by the British Council
and the UK innovations agency Nesta in more than 15 countries.
In 2015 it was launched in Ukraine. Next year, the programme will
expand, developing institutional links in enterprise education between
UK and Ukrainian universities, and drawing on UK expertise to build
capacity across the cultural economy, including film, music and design.
In 2019 the British Council will also promote gender representation and
empowerment in the cultural and creative industries.
Our work in the creative industries sector is delivered, where appropriate,
through our active membership, and recent joint-presidency, of the
EU National Institutes of Culture (EUNIC) network in Ukraine. We are
managing the €1.63 million Culture Bridges programme for the EU
Next year we will
Delegation in Kyiv, which funds international mobility and co-operation join a new EUNIC
opportunities for cultural operators in Ukraine and the EU. Next year consortium, led
we will join a new EUNIC consortium, led by the Goethe-Institut, to
deliver a €11.6 million people-to-people programme, Europe House. by the Goethe
Institut, to deliver
a €11.6 million
people-to-people
programme,
Europe House.
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